SENATOR CHAMBLISS BIO

Hey Everyone!! We will meet Senator Chambliss in DC
next week...here's his bio...check out his website for
his current publications...ENJOY!!

http://chambliss.senate.gov/public/index.cfm

On November 5, 2002, Saxby Chambliss was elected
Georgia's 63rd United States Senator in what was one
of the most stunning and historical victories of the
2002 elections. Georgia Trend Magazine has named him
one of Georgia's Most Influential Georgians and says
"he is a highly visible and well-respected presence in
Washington," and "has a reputation as an affable but
straight-talking lawmaker."

Chambliss is a member of the Senate Armed Services
Committee, Senate Select Committee on Intelligence and
the Senate Rules Committee and he is the Ranking
Republican Member of the Senate Committee on
Agriculture, Nutrition and Forestry.
During the 109th Congress, Chambliss served as
Chairman of that committee and, according to the
Congressional Research Service, is the only senator
since 1947 to have chaired a full standing Senate
Committee after serving in the Senate for just two
years.

In Georgia, agriculture supports one in every six
jobs, an ever-present reminder in Chambliss' long time
championing of national and home state farming
concerns. Long before his election to Congress,
Chambliss specialized in representing farmers' legal
interests in South Georgia. During his four terms in
the House, Chambliss was instrumental in drafting two
farm bills and reforming the federal crop insurance
program through his chairmanship of the Agriculture
Subcommittee on General Farm Commodities and Risk
Management.

Additionally, Chambliss' leadership and experience on
the issues of terrorism, homeland security, and
intelligence matters earned him an appointment to the
prestigious Senate Select Committee on Intelligence,
where he steadfastly advocates that our U.S.
intelligence community must dramatically improve its
information sharing and human intelligence gathering
abilities. To ensure our troops on the ground and the
new Director of National Intelligence have access to
the most timely and accurate intelligence, Chambliss
has authored legislation calling for the creation of a
Four Star military command for intelligence within the
Department of Defense. Chambliss' previous role as the
chairman of the House Intelligence Subcommittee on
Terrorism and Homeland Security made him one of the
leading congressional experts on these issues.

The Savannah Morning News said Senator Chambliss
"knows how to do his homework and how to stand up to
pressure, as demonstrated by his performance as
chairman of the House Intelligence Subcommittee on
Terrorism and Homeland Security, which investigated
intelligence lapses prior to the terrorist attacks in
New York and Washington in 2001."

Immediately following the tragic attacks, Chambliss'
House subcommittee conducted a thorough investigation
and released the first comprehensive report detailing
critical shortfalls within the United States
intelligence community's performance and technological
capabilities. In May of 2006, Chambliss was honored
with the CIA Director's Award by the Director of
Central Intelligence. Recognized for his
"extraordinary fidelity and essential service" to the
CIA, Chambliss received the agency's highest award.

As a member of the Senate Armed Services Committee,
Chambliss continues Georgia's longstanding tradition
of leadership and advocacy for the state's military
installations. Following in the footsteps of former
Senators Richard B. Russell, Jr., and Sam Nunn,
Chambliss is a strong voice for Georgia's defense
industry and the military community. Throughout the
2005 Base Realignment and Closure round, Chambliss has
remained steadfast in defense of Georgia's bases
targeted for closure and has also been a tireless
advocate to improve the quality of life for our troops
and their families.

In 1994, Chambliss was first elected to Congress to
represent Georgia's 8th congressional district.
Throughout his legislative career, Chambliss has been
honored with numerous awards from both the private and
public sector for his work in the fields of
agriculture, defense, budget, and national security.
He is a past recipient of the Air Force Association's
W. Stuart Symington Award, the top civilian award
given annually for outstanding contributions in the
field of national security and was awarded the Reserve
Officers Association's Minuteman of the Year Award in
2005.

Chambliss is a member of the Senate Caucus on Military
Depots, Arsenals and Ammunition Plants, the
Congressional Sportsmen Foundation, the Congressional
Fire Services Caucus, the Rural Health Caucus, the
Juvenile Diabetes Caucus and he is the co-chair of the
Senate Reserve Caucus.

Chambliss earned a Bachelor's degree in Business
Administration from the University of Georgia in 1966
and earned his Juris Doctor degree from the University
of Tennessee College of Law in 1968. Chambliss and his
wife, Julianne, have been married since 1966, and
reside in Moultrie, Georgia. They have two children
and two grandchildren.

**Bridget**

Chapter 5- IB summary Cross-Culural Negotiation and Decision Making

Chapter 5: Cross-cultural Negotiation and Decision Making [IB]

Opening Profile: Bechtel and GE Benefit from Enron's Failed Negotiations over Dabhol Plant

Betchel and GE bought out partner Enron's 65% share in Dabhol from a bankruptcy court for $22M. Goal is to restart the 740-megawatt plant, idle for almost 3 years. Dabhol went bankrupt in May 2001 when state electricity board stopped paying the bills, citing the cost was too high. Now that Dabhol has been consolidated into one place, Betchel and GE, partner's in this venture are in negotiations to sell to some of India's biggest non-government energy companies.

Negotiation : The Negotiation Process comprised of 5 stages (order may vary and relationship building can be continuous) where two or more parties aim to reach a mutually acceptable agreement.

Stage 1: Preparation- find out as much as possible about (1) the kinds of demands that may be made; (2) the composition o f the "opposing" team, and (3) the relative authority that the members possess Then you can gear your strategy, allocate roles, decide on concessions, and prepare action plan if negotiated situation cannot be found.

Stage 2: Relationship building- the process of getting to know one's contacts in a host country and building mutual trust before embarking on business discussions and transactions. (more focus & value world-wide than in U.S.). Entertaining, non-task sounding (nemawashi) – general conversation.

Stage 3: Exchanging Task-Related Information (presentation and state position; Q&A; alternatives discussed). Mexican negotiators give little substantive material and more lengthy, evasive information. French like to debate. Chinese ask any questions and give vague ambiguous information, but delve into details.

Information: Stage Four: Persuasion- hard bargaining starts. Majority of persuasion takes place over several negotiation sessions. Far East, details are usually worked out iahead of time through the backdoor approach (homnani). Japanese are more like Americans and less like Brazilian behaviors. Brazilians= fewer promises, threats, and so forth and Americans tend to be more alike in the use of these behaviors, but use commands less. "Dirty Tricks", tactic often used to mislead the opponents deliberately. Another tactic, place opposing negotiator in stressful situation (uncomfortable temp, rudeness, too bright light, interruptions, etc.). American's see as dirty or misleading may be cultural norm to mislead at first. Persuasion primary purpose. Brazilians interrupt, touch and facial gaze often. Japanese tend to use more silent periods and interruptions but less facial gazing than Americans. Japanese and Americans did not touch other than handshake.

Stage Five: Concessions and Agreement- last stage of negotiation, tactics vary greatly across cultures. Chinese & Russians are prepared to ask for more than they expect to get; Swedes start with what they are prepared to accept. Better Results are attained when bargaining with extreme positions. Asking for more than you hope to gain. Careful timing of the disclosure of information. Only tell what and when needed.

Understanding Negotiation Styles - Comparison of negotiation styles (Japanese; North American; Latin American) see page 155. Brazilians: spontaneous, passionate, and dynamic style; use the word 'No' extensively; lots of physical contact. Japanese: skillful, calm, quiet, patient negotiators; accustomed to long, detailed negotiating sessions. Americans: plunge straight to the matter at hand. Westerners and Arabs believe time is money; where other cultures build relationships and delay with haggling.

Successful Negotiations Around the World: Profiles of American, Indian, Arab, Swedish, and Italian negotiators, according to Pierre Casse, and give some insight into what to expect from different negotiators and what they expect. Pg. 156-158.

Managing Negotiation - The successful management of intercultural negotiations require a manager to go beyond a generalized understanding of the issues and variables involve. 1. Gain specific knowledge 2. Prepare accordingly to adjust to and control the situation 3. Be innovative. Huthwaite Research Group- reveals how successful negotiators, compared to average negotiators, manage the planning process and face-to- face behavior.

Using the Web to Support Negotiations- can provide support for negotiations, but cannot replace the face-to-face. (NSS- Negotiation support system) decreases direct and indirect costs of neg.

E-Negotiations- negotiations carried through e-commerce

Management Focus: Samsung's e-Chaelbol - internet becomes middleman for trading auctions. FishRound: online marketplace for frozen fish, CareCamp- e-marketplace for medical equipment, etc.

Comparative Management in Focus: Negotiating with the Chinese - cultural barriers on both sides when US vs. China. Two major areas of conflict: 1. The amount of detail the Chinese want about product characteristics and 2. Their apparent insincerity about reaching an agreement

Chinese negotiation process 3 cultural norms: ingrained politeness and emotional restraint; emphasis on social obligations; belief in the interconnection of work, family, and friendship. Avoid open conflict to save face: Lien (moral character); Mien-tzu (one's reputation or prestige).

Managing Conflict Resolution - differing communication styles Low-Context vs. High-context usually lead to confict. Low-context such as U.S.= instrumental oriented (conflict separate from task); High-context such as Middle East (avoid conflict) = expressive oriented (handle conflict indirectly) otherwise insulting and lose face.

Decision Making

The Influence of Culture on Decision Making- crucial to understand as culture affects decision making through the broader context of the nation's institutional culture, collective patterns of decision making & value system that affects decision maker's perception of situation.

Approaches to Decision Making : value system- utilitarian system vs. moral idealism in a society affects its overall approach to the world. Who has authority- Autocratic vs. participative; Country's orientation- individualistic vs. collectivist; Culture affects speed- how fast or slow a decision is made.

Comparative Management in Focus: Decision Making in Japanese Companies - three levels of negotiation in Japanese culture of collectivism and share responsibility = ringi system of decision making. (cumbersome and very time-consuming prior to the implementation stage)

1. nemawashi process: used to gain consensus

2. ringi: more formal authorization procedure begins

3. ringi-sho: passed up through successive layers of management for approval – the approval made by official seals. (Showing collective agreement)

Conclusion: Competitive positioning and long-term successful operations in a global market require a working knowledge of the decision-making and negotiating processes of managers form different countries. One cannot negotiate without making decisions.

My Time or Yours

MY TIME OR YOURS? MANAGING TIME VISIONS IN GLOBAL VIRTUAL TEAMS
The use of Global Virtual Teams (GTVs) is increasing among organizations, to help them accomplish their goals.
• Increase communication
• More productive, bridge across global time zones so they can be more productive.
• Overnight feedback. As for feedback in NY at night from Tokyo, and have a response first thing in the morning
• However, can create coordination difficulties due to differences in time.
What is time?
• Different perceptions across cultures.
• Very subjective, varies across continents, countries, time zones.
• Hard to explain, psychologist try to explain it as “objective” time and “subjective” time
• Can be lost, spend, or wasted following western perceptions
• Helps employees get paid. Tool for production. Time is a constraint in the production process.
Event
• Event time vision perceives time as cyclical, continuous, and epochal.
• Example: Two minute exchange of business cards between Japanese executives meeting for the first time.
Regions where Hinduism or Buddhism predominates tend to adopt the timeless notion of time. Also, view synchronization as critical aspect of time
In contrast, harmonic is the sense of time (timelessness) in Confucianism and Taoism. Promote a time vision based in harmony.
Time Vision and Organizations
• Depends among societies and work organizations
• Time vision of time of individuals is shaped by society. So, it varies across societies
• Organizations know how to determine time constraints and know when to expect actions to happen.
Virtual Teams and Time Visions
• Managers try to reconcile time vision differences among participants in GVTs
• Different time visions affect the performance of a GTV.
• GTV members hold a time vision in terms of completion of a series of activities.
• GTVs have to agree in time for deliverables. Be clear about it.
• Synchronizing time. Achieve a team rhythm
• GTVs need to maintain rhythm around intense face-to-face interaction
• Toyoda Kiichiro, founder of Toyota view synchronization importance
• Allocating time. Performance measures. Time is accounted to measure labor costs, estimates. Time measures activities with predictable durations, sequencing, and interactions.
• All described above, has to be well managed.
• Scheduling and synchronizing may be linked to deadlines. This calls for managing time focus and allocation. Place priorities and values first.
• Create awareness of time among GTVs. Team members whose views of time differ a lot from those in the other side of the communication line, may exhibit withdrawal behaviors such as low satisfaction, absenteeism, and turnovers. When developing timelines, managers have to consider different time synchronization among members.
Developing and Facilitation of time visions
• Facilitating the development of team norms, so everybody is in the same page. GTV leaders should lay the groundwork for developing norms, with the help of the team interaction
• Matching technology with time visions is very important, because is the bridge used for communication. Automated scheduling tools such as GANTT and PERT charts, make team members, especially members with cyclical time visions, aware of the team schedules.
• Avoid time language traps that can be hard to interpret to different cultures. “I’ll be there in a minute”, “wait a minute”, “I’ll be with you in a minute”. These can be confusing to a non-western. Specify the latest an activity can start, the time before an activity may not start, the earliest an activity may cease, the latest and activity must be completed. Also, time writing has to be clear: 1:59:55, 2 p.m., 2:01, be there before 2.
GTVs challenges
• Create awareness of the different time visions among team members
• Facilitate the development of time-related team norms
• Create an intersubjective time vision
• Avoid time languages traps
• Apply multiple, appropriate performance measures that reflect sensitivity to differing time visions.